TUESDAY, 11 May 2004
| CONFERENCE
- DAY 1 TUESDAY, 11 May 2004 |
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Tuesday
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Chair
Address: How do you "Do"?: Conference Introduction and BPM Challenges Roger Burlton, Process Renewal Group From a decade or more of successful and not-so-successful process transformation initiatives in diverse industries, countries and cultures using everything from sophisticated automation to none at all, we can learn a lot. Alternately we can ignore the painful lessons of the past and be doomed to continue to repeat it. This kickoff session will examine the challenges that we have dealt with and those we still face as well as the new opportunities before us. It will offer some insights into the simple elegance of enterprise BPM when done well. In light of this elegance it will challenge the delegates and ask ‘How do you do’?
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Featured Speaker
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Tuesday
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Keynote:
BPM as a Team Sport: Leveraging Organisational Capability Andrew Spanyi, Spanyi International Inc BPM at the enterprise level is not simply about technology. It is first and foremost about improving organisational performance. This requires transforming the executive team’s mental models and behaviors to look at the business systemically from the customer’s point of view, or outside-in, as well as the company’s point of view. This session will reinforce that organisational capability can only be truly optimized once the leadership team appreciates that systemic business process thinking in the boardroom is significantly different than systematic thinking at a technical or process level. It will stress that the effective implementation of Enterprise Business Process Management [EBPM] requires that executives apply eight essential principles and cascade these throughout the organization. The session will examine these essential principles, emphasize the tight linkage between business strategy and execution, and illustrate what is needed to truly leverage organizational capability through business process thinking.
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Featured Speaker
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Tuesday
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From
Workflow to BPM - The Subtle Evolution Business Software has long been used to support key business processes, there is nothing new in this notion. What has changed is the realization that the easiest way for organizations to be competitive, manage costs, be viable, flexible and responsive, is to understand and improve the structure and execution of their business processes. The key to achieving that is through deploying process based software. However, the approach shouldn't focus on stove-pipe solutions which are rigid in structure, difficult to maintain and costly to implement. BPM solutions need to address problems holistically to create a set of well defined and integrated processes.
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Featured Speaker
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| Tuesday
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Gathering and managing complex information about products in a pharmaceutical company is essential to successfully market a drug. This includes initial laboratory studies and large clinical trials with thousands of patients. At the same time all regulatory constraints and evolving market conditions must be factored in. The Informatics function at Roche was given the task to define a Product Information Architecture to better understand this complexity. The team identified business processes as one of its essential components, since no sustainable information flow could be built without considering business processes:
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Featured Speakers
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| Tuesday
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The Future of Business Process Modeling Successful organizations today realize that one of the core competencies their resources must have is the ability to define, understand, analyze, improve and communicate knowledge about business in order to manage processes. The key is “communication”. The challenge is the diversity of audiences that must understand process. It ranges from senior managers to technical implementers. One of the major communication mechanisms traditionally utilized is called “process modeling”, a graphical representation of how the business operates. The issues facing everyone creating these graphical representations are standardization, consistency, usefulness to technologists and intuitiveness. With the implementation of business process management, is the requirement to create and communicate traceability of business operations from the Board Room to the end user. Process models can and should be one of the major mechanisms with which business fulfill this requirement. Standards surrounding these models must be developed.
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Featured Speaker
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| Tuesday
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BPMS Technologies Outlook: Who’s Who,
Players and Strategies IT vendors are approaching BPM from two opposing perspectives:
In this session we
will explore both approaches and offer advice on how to navigate this
confusing technology maze. |
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Featured Speaker
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| Tuesday
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Featuring a company that embraces enterprise business process stewardship, this session will highlight an effective model, which can be used to link critical processes to individual and collective performance. It will describe how to create a framework of negotiated and enforceable process stewardship agreements, which, in the context of a solid mission and vision, can drive sustained high performance throughout the enterprise without the need for management. When coupled with successful innovation, this model is ultimately the only true measurable source of adaptability, human alignment and competitive advantage. This session will cover the mechanics of the enterprise business process stewardship model, as well as the human factors that help to determine its success.
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Featured Speaker
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| Tuesday
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Developing the on demand enterprise In a tough economic environment some companies are consistently valued at a premium to their peers. The traditional business model is no longer delivering acceptable business results. Firms must respond to the new reality with focus in a variable and resilient manner to opportunities and threats. Companies will create focus and flexibility by breaking into components and forming networks of best-in-class capabilities. This model can be used to identify non-differentiating activities and opportunities for partnering.
This presentation is about business strategy and how to change your business model, it is not specifically about processes or process modelling. |
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Featured Speaker
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| Tuesday
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Business Processes and Business Rules: Intelligent
Process for Intelligent Business What would it take to enable working smarter? What would a business process that enabled working smarter look like? What new business opportunities and challenges would a real solution create? The answer lies in the Intelligent Process, a powerful marriage of techniques for organizing business logic with those for organizing business process. The first step in understanding Intelligent Process is simply to recognize the fundamental difference between business logic and business process, and to see how they can be treated as separate-but-equal concerns. Business logic is built up in building-block fashion from three basic ingredients – terms, facts and rules. Such business rules must be managed, of course, but this produces significant benefits in terms of adaptability, consistency, and re-usability. The most important benefit arises, however, as the components of business process and business logic are interwoven by execution-time architectures. With the right mix of techniques, tools and vision, breakthrough business opportunities are now within reach of every company.
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Featured Speaker
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| Tuesday
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Global Improvement and Consistency via Business
Modelling Using Organisation, Location, Business Interaction, Workflow and Use Case diagram environments, this presentation will show how to create high-level "As-is" and "To-be" business models that will apply to all geographic locations in such a way as to allow each organizational territory to flesh-out their specific lower-level process requirements in more detail using 'templates'. ProVision examples will be shown as an illustration of the concepts described in the session.
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Featured Speaker
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In 1996, an Australian State government initiated a whole-of-government process re-design program, based on encouraging individual Departments to initiate and manage their own process improvement projects. Central to the initiative was an education program involving some 500 executives, including all of the Department heads. The program was preceded by substantial reductions in head-counts across the public sector. A later related initiative set out to deliver all government services on-line by 2000. With the benefit of hindsight this session will review the approach, results and lessons learned. The presenter led the external consultancy to the program, and the development and presentation of the training material.
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Featured Speaker
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| Tuesday
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This presentation will demonstrate how practical–tactical BP management tools can resolve the everyday challenges of managing business processes. The three cases in this session will illustrate how the application of state-of-art BP management systems and practices affect the bottom line. By using a few critical methods in advanced BP implementation and execution, managers in the examples were able to create sustainable process performance improvement results. A new BP management system dealing with stakeholders will be introduced to demonstrate how they can use the BPM solution throughout their organization to improve performance. The new capability in each of the three cases has provided an agile BP management system with built-in change capabilities. In addition, natural strengths-based BP teams, a collaborative culture and adaptive management practices have aligned their business processes, while ensuring agility in anticipation of the latest strategies, techniques and tools for business transformation.
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Featured Speaker
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| Tuesday
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This
session will deal with using an analysis and design approach that explicitly
features real-world objects in a process model to make it more comprehensible
to business stakeholders. By reducing the semantic gaps and modeling abstractions
normally associated with BPM notations, BP plc (one of the world’s
leading oil, gas, and energy businesses) was able to understand the impact
of moving to remote facilities shutdown, a business capability that would
reduce business risk and generate profits significantly for its manned
oil production platforms in the deepwater Gulf of Mexico. Faced with periodic
hurricanes, the current practice is to stop production and evacuate staff
well in advance of the storms. A significant financial prize is associated
with transferring operational control to onshore control centers, and
triggering facility shutdown remotely closer to the storm arrival.
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Featured Speaker
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| Tuesday
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A Hands on BP Approach (focussed on Quick
Wins) Process
Improvement initiatives are happening with increasing frequency in both
large and small organisations. Having a structured approach supported
by appropriate tools is one of the critical success factors. MEGA International
has developed such an approach and has used it to deliver many thousands
of consulting days in support of literally hundreds of projects for clients
all over the Globe.
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Featured Speaker
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Tuesday
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How
Managers Perceive Business Process Change A wide variety of managers are involved in business process change today. Their perspectives range from very High-Tech to Very High Touch and sometimes it seems they speak different languages. These change agents include those in strategy groups, business process analysis and design teams, Six Sigma blackbelts, IT process specification professionals, BPMS developers and human resource facilitators to name just a few. This panel will discuss the drivers and success factors of business process change in companies the panelists have worked with. The participants and the delegates will also consider how different groups within an organization can coordinate their efforts and create a common language. |
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